Calhoun County Strategic Plan for 2020...2 2015-2020 Calhoun County Schools Strategic Plan Committee...

Calhoun County Schools’ Strategic Plan for 2020

Strategic Plan 2015-2020

Focused on Community and Excellence

Investing in our Future – Every Student, Every Day

Under the Guidance of: Joseph Dyar -

Superintendent

Submitted by: The Strategic Planning

Committee

CALHOUN COUNTY SCHOOLS’ STRATEGIC PLAN FOR 2020

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2015-2020

Calhoun County Schools

Strategic Plan Committee

Joe Dyar

Superintendent

Angie Kelley

Teacher – White Plains Middle School

Ed Roe

Deputy Superintendent

Wendy England

Principal – Saks Middle School

Teresa Johnson

Executive Director

Summer Davis

Principal – Weaver Elementary School

Holly Box

Executive Director

Jason Jones

Collaborative Teacher – Ohatchee Elementary

School

Donald Turner

Executive Director

Phil Murphy

Board Member

Dr. Charlene Hill

Executive Director – Special Education

Nathan Holtman

Student – Wellborn High School

Tina Parris

Chief Schools Financial Officer

LuAnne Wright

Parent and Community

Jenel Travis

Director of Technology

Kevin Lockridge

Principal – Calhoun County Career Technical

Center

Jackie Williams

Professional Development Coordinator

Erika Bell

ELL Teacher – Saks Elementary School

Natasha Scott

Math Administrator

Jenny Dothard

Assistant Principal – White Plains High School

Becky Cox

Homeless and Parent Liaison

Dr. Kim Mueller

Assistant Principal – Alexandria Elementary

School

Christopher Hayes

Principal – Wellborn High School

Mike Almaroad

Board Member


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Calhoun County Schools’ Strategic Plan for 2020

Aspiration

The Calhoun County School System aspires to be a world-class educational system preparing all

students to be globally competitive for career, for college, and for life in the twenty-first century.

Vision Statement

The vision of the Calhoun County School System is to provide a high quality education by

focusing on the value of learning, ensuring success among students and staff, and maximizing

potential as we prepare our students to be productive citizens of our community and the world.

Calhoun County Schools Technology Department envisions all students being actively engaged

and having access to the technology resources and tools needed to support and enhance

education. Additionally, the staff of Calhoun County Schools will have training opportunities

and support needed to utilize and implement technology.

Mission Statement

It is the mission of the Calhoun County School System to reach and promote the potential of

every child in terms of their abilities, learning styles, interests, and diversities. Working in

collaboration with all stakeholders, the Calhoun County School System challenges all students to

reach their highest levels of achievement through rigorous, high-quality instruction while

providing a safe and positive environment.

Executive Summary

The Calhoun County School District is located in northeastern Alabama. It is the largest school

system in the county with four other city school systems that exists in the surrounding area. The

Calhoun County School System includes 18 schools located in seven different communities that

span the county. These school communities range from suburban areas of the cities of Anniston

and Oxford to the very rural county areas of population. Our district also provides education to

our students through the Calhoun County Career Technical School and the Alternative Education


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Program. Calhoun County School System serves approximately 9,200 students and employs

approximately 1250 teachers, administrators and support staff.

General Demographic information about Calhoun County:

With approximately 117,296 people, Calhoun County is the 10th most populated county in the

state. In 2010, the median household income of Calhoun County residents was $38,407.

However, 19.5% of Calhoun County residents live in poverty. The median age for Calhoun

County residents is 38.2 years young. The largest Calhoun County racial/ethnic groups are White

(73.6%) followed by Black (20.4%) and Hispanic (3.3%).

Changes/Challenges:

Calhoun County School System has seen a shift in student population in relation to school

communities. Some school zone populations have increased while other school zone areas have

decreased. Movement of the population, in some part, has been related to the total economic

situation in our county and state. Increase in student population in some communities has caused

overcrowding which has led to new school buildings being built. Our school system is also

dealing with some very old school structures in some of our communities. Current planning is

underway to address these older structures.

Calhoun County School System has been initiating and implementing curriculum and strategies

that address 21st Century skills. In that area, we have found the need to upgrade our network and

technology so that implementation can occur effectively. Current planning is underway to

address this technology need. Our school system is also being proactive in bringing professional

development to our teachers so that the most meaningful teaching and learning can occur

utilizing 21st Century skills.

Our Priorities

Through the combined efforts of all stakeholders the Calhoun County School System will:

● Make our schools centers of learning opportunities, readily accessible for the surrounding

families and residents of our communities, ● Recognize and nurture students as individuals with unique abilities, learning styles, and

distinct educational needs,


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● Prepare our students, as well as our staff, with the ability to use technology as a tool for

communication and lifelong learning in order to succeed in the 21st century, ● Set a uniform standard for high academic, social and physical skills, ● Establish and monitor benchmarks of success in order to increase student achievement, ● Provide a safe and caring learning environment; one that values diversity, collaboration,

and risk-taking, ● Provide access to applicable and purposeful technology resources and tools to meet or

exceed the educational goals of the Calhoun County School System. It is our mission to

assist and guide staff members of Calhoun County Schools in utilizing technology

skillfully and efficiently in the classroom.

Our system continues to provide ongoing support for teachers as they support students. Our

PASS program offers a way for students to both excel and recover credits. Two additional

graduation dates have been established - a summer graduation and a winter graduation – for

students who may need to exit school early due to various circumstances. We also offer go ahead

credit for students who wish to pursue a career tech path or wanting to take additional classes

offered at their individual school. We have increased our advanced placement classes in every

school.

Our Beliefs

A comprehensive public education is paramount. Effective leadership and high quality student

learning are essential. Listed below are the core beliefs for improving student achievement and

closing learning gaps:

● Every student deserves a safe, positive learning environment that is conducive to

learning.

● All students, regardless of socio-economic circumstances or environmental challenges

can be high achieving students.

● Schools lay the foundation of good citizenship and the heartbeat of a community.

● We believe in the responsible stewardship of resources.

● Every employee is valued and accountable for student learning.

● A challenging and rigorous curriculum is essential to student success.

● Each individual’s unique gifts strengthen the community.

● We believe in fostering a culture and climate that values diversity.

● We believe in fostering lifelong learning for students, leaders, faculty, and staff.


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● We believe in the success of our students beyond their high school years, so that they are

ready and prepared in the 21st century.

STRATEGIC PLAN STRATEGIES

Goal 1: Each school will achieve or maintain a 95% rate of student attendance with our

average daily attendance.

● Strategy 1 – Seek to eliminate barriers to attendance o Action Plans:

1. Identify barriers to attendance through collaboration with parents and

families.

2. Utilize Problem Solving Team (PST) process to bridge barriers.

3. Make resources available to address barriers.

Resources Needed: Community resources i.e., Family Services, United Way, Mental Health,

designated transportation for families, medical and hygiene closets.

Personnel Responsible: Parent Involvement Specialist- Becky Cox, Social Worker – Nicole

Burgess, Administrators, Nursing Staff, Teachers, Counselor, ESL Staff/Translator.

Cost Benefit Analysis

Cost Benefit

Transportation Reimbursement Greater opportunities for students to attend

after school

Hygiene/Medical Supplies

● Strategy 2 – Improve attendance – Each school will develop a strategy/ strategies to

improve student attendance.

o Action Plans:

1. Schools can implement positive incentives, visuals, mentoring programs,

etc.

2. Behavioral support program used by three community schools.


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3. Information will be shared among all schools within the district through

principals’ meetings.

4. Implement an incentive program for teacher and staff attendance to

recognize excellent and outstanding attendance yearly.

5. Teachers implement engagement strategies during instruction to

encourage student attendance, participation, and student affect.

Resources Needed: Professional development on engagement strategies support for incentives

Personnel Responsible: Administrators, teachers, counselors, and mentors


Cost Benefit

Incentives Increased student motivation for

maintaining good attendance.

● Strategy 3 – Each school will track and report attendance data

o Action Plans:

1. Utilize data/PST meetings to chart individual student data to identify

barriers.

2. Collaboration between school/teacher and guardians to discuss attendance

issues and its impact on student learning.

3. Utilize PST process to document attendance goals if necessary.

4. Implement the Early Warning System.

5. Utilize multiple methods to communicate attendance policy to parents i.e.

SchoolCast, translators, Student Handbook, attendance flyers.

Resources Needed: PST, Schoolcast and Early Warning System

Personnel Responsible: Administration, Teachers, Attendance Clerk



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Cost Benefit

Incentives for attendance Increase attendance with students.

Faculty and Staff


Goal 2: Schools will actively seek opportunities for greater family, community, and

stakeholder involvement.

Parents are a school system’s most important partners. Through increased communication

networks, parent involvement and family engagement initiatives as partners in maximizing

student success, the CCBOE will build strong family and community relationships to increase

expertise, trust, and shared responsibility for student success.

● Strategy 1 – Actively seek opportunities for increased parental involvement. o Action Plans:

1. Regular Parent Teacher Organization (PTO) meetings and Activities

2. International Fair

3. Math University Night

4. Parent workshops

5. Parent/student conferences

6. Home visits

7. Summer Programs

8. Parent resources

9. Online activities/workshops to involve parents, students, and community

members

Resources Needed: District and building level personnel assigned to work with parents and

online parental resources

Personnel Responsible: All district and building level leadership and personnel


Cost Benefit

Parental resources, online, printed, and in

person

Active parental involvement


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Technology upgrades Greater access to online resources

Transportation Access to year-round learning

● Strategy 2 – Actively seek opportunities for increased community and stakeholder

involvement. o Action Plans:

1. Partner with local churches (mentors, prayer breakfasts, tutors, etc.)

2. Partner with local businesses (volunteers, mentors).

3. Involvement with Calhoun County Chamber of Commerce, Jacksonville State

University, and Gadsden State Community College.

Resources Needed: District and building level personnel to work with community and

stakeholders.

Personnel Responsible: All district and building level leadership and personnel.


Cost Benefit

Personnel Greater community connections and

ongoing relationship.


Goal 3: Engage and empower the teachers, leaders, and learners through technology.

● Strategy 1 – Professional Development- The district will provide professional

development opportunities to teachers to develop strategies that incorporate the use of

digital tools into the daily curriculum through Technology in Motion and i21 Zone. o Action Plans:

1. Provide staff development in the use of technology for certified and non-

certified employees.

2. Provide staff development for teachers in order to embed technology

curriculum.

3. Place an emphasis on active engagement of student use of technology tools to

enhance learning.


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4. Teachers will provide hands on learning and the creation of curricular units

and assessments.

5. Teachers will facilitate student-centered classrooms that encourage student

self-direction and higher-order thinking through the use of technology.

Resources Needed: Professional Development Materials and Substitutes

Personnel Responsible: CCBOE, Local School Administration, Teachers, Instructional

Coaches, Professional Development Specialist


Cost Benefit

Substitute Teachers Students, leaders, parents and teachers

will increase proficiency using

technology.

Teachers will have time to learn and

grow.

● Strategy 2 – Increase availability of technology for staff and students. o Action Plans:

1. Commit funds each year for replacement and purchase of emerging

technology for instructional use.

Resources Needed: Local and District Budgets

Personnel Responsible: CCBOE, Local School Administration


Cost Benefit

Increased and updated technology Students will have access to new and

reliable technology.



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Goal 4: Students will increase proficiency in core academic content to prepare them for the

21st Century workforce.

● Strategy 1 – Professional Learning Teams will meet quarterly to collaborate, learn, and

determine instructional goals and expectations. o Action Plans:

1. Train, guide, and support writing across content areas.

2. Plan with AMSTI, ARI, and district personnel to determine outcomes for each

session and materials needed.

3. Provide opportunities for on-site coaching and sharing.


Personnel Responsible: CCBOE, Local School Administration, Teachers, Reading Coaches,

Math Coaches, PD Specialist


Cost Benefit

AMSTI, ARI = 0 Students will become more proficient in

core academic content.

Substitutes Teachers Teachers will have time to learn and

grow.

● Strategy 2 – All schools will address student learning and behavioral pitfalls via PST

meetings. ● Action Plans:


2. Training on standards based grading to address student learning?

3. Local schools will determine dates and times to meet quarterly to discuss data,

student needs, and instructional adjustments.

Resources Needed: Local and District Schedules, Substitutes, Assessment Data, Student Work

samples

Personnel Responsible: CCBOE, Local School Administration, Teachers, Instructional

Coaches


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Cost Benefit

Substitutes Teachers Students will increase proficiency in core

academic content.

● Strategy 3 – All schools will provide opportunities for advanced level learning through

the installation of Advanced Placement classes and through vertical alignment of content

areas in preparation for Advanced Placement (AP) classes at the senior high level. The

CCRS Summer Academies provide training for Pre-AP for ELA, Science, and Math. In

the future, we will evaluate the need to provide Advanced Placement classes in 6th and/or

7th grades. ● Action Plans:

1. Teachers will attend AP Training.

2. Schools will apply for the A+ College Ready Grant or seek out additional

sources of revenue to help fund AP training.

Resources Needed: Money for training and expenses.

Personnel Responsible: CCBOE, Local School Administration


Cost Benefit

Approximately $1,000 per teacher. Students will increase proficiency in core

academic content.

● Strategy 4 – Use formative and summative assessments to guide decisions. ● Action Plans:

1. Train administrators and teachers to formatively assess using strategic

teaching strategies.

2. Training on standards based grading

3. Local schools will determine dates and times to meet quarterly to discuss

data, student needs, and instructional adjustments.



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Personnel Responsible: ARI Instructional Specialists


Cost Benefit

AMSTI

ARI

Students will increase proficiency in core

academic content.

Substitute Teachers

● Strategy 5 – Increase Career Technical opportunities for all students.

● Action Plans: 1. Use Kuder results to guide four year plans.

2. Add additional classes to Career Tech Center based on student needs.

3. Utilize career preparedness class to explore career paths.

Resources Needed: Kuder Program, Career Preparedness teachers

Personnel Responsible: CCBOE, Career Tech, Local School Administration, Guidance

Department, Teachers


Cost Benefit

Foundation Units

Additional Units


academic content to prepare them for the

21st Century workplace.

Goal 5: Prepare and support teachers and leaders to graduate students who are college and

career ready.

● Strategy 1 – Professional Learning Teams will meet quarterly to collaborate, learn, and

determine instructional goals and expectations. ● Action Plans:


2. Plan with AMSTI, ARI, and district personnel to determine outcomes for

each session and materials needed.

3. Provide opportunities for on-site coaching and sharing.


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Personnel Responsible: CCBOE, Local School Administration, Teachers, Reading Coaches,

Math Coaches, PD Specialist


Cost Benefit

AMSTI

ARI


academic content.

Substitute Teachers

Teachers will improve and strengthen their instruction to prepare our students for success in

being college and career ready.

Measuring Our Success

OUR STRATEGIC PLANNING FRAMEWORK focuses on the key competency areas of

academic excellence, college and career readiness, and preparing our students for the 21st

century. The Calhoun County Schools’ administration, faculty and staff will align its work with

the needs of schools through analysis of individual school data and allocation of resources.

Additionally, based on professional development, community engagement, and strategic

interventions, every school and office will engage in professional learning activities focused on

school improvement on a yearly basis according to the ASSIST guidelines from AdvancEd.

The system and schools’ ASSIST Continuous Improvement Plan (ACIP) is the primary tool we

use to understand and know the strengths and needs of all schools, so that we may serve them

well. It is based on using multiple data sources in areas that promote the conditions for student

success.

STUDENT OUTCOME DATA

Districtwide Targets and Milestones

o State assessments o Technology implementation o Decreased dropout rate o On-going formative assessments for every student o Increasing graduation rate


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o Advanced Placement enrollment o ACT o Student attendance at 95% or better

PERCEPTUAL DATA

Stakeholder Feedback

o Student, staff engagement survey o Calhoun County Schools parent engagement survey

IMPLEMENTATION DATA

ASSIST Continuous Improvement Plan

I21 Zone

o Implementation rubric Professional Learning Communities (PLTs)

o PLT implementation survey

Calhoun County Strategic Plan for 2020...2 2015-2020 Calhoun County Schools Strategic Plan Committee...

Documents

Transcript of Calhoun County Strategic Plan for 2020...2 2015-2020 Calhoun County Schools Strategic Plan Committee...